1, the concept of performance management is introduced, and all employees participate in performance appraisal.
Pre-performance management knowledge training is very important, so that everyone can understand that the real purpose of performance management is to improve the individual's ability and enterprise's performance, so as to achieve the strategic goal of the enterprise. Only by making the "cake" bigger can employees share more and have greater and better development space. At the same time, let employees know that performance management is not only a matter of human resources department, but all employees of the enterprise need to participate in the whole process of performance management.
2. According to the company strategy, design performance indicators from four dimensions of the balanced scorecard.
The indicators of task performance appraisal are divided into quantitative indicators and targets.
Set, work goal setting) two parts of qualitative indicators.
Quantitative assessment index is a key index that can quantitatively measure the completion of job responsibilities of a department or post. GS indicators are generally key performance indicators that are difficult to quantify or need subjective evaluation after giving quantitative standards for behaviors, and are set according to the work plans of departments or individuals.
For example, the performance indicators of the position of sales manager, including financial indicators (such as the completion rate of sales revenue), management and operation indicators (such as the number of beverage distributors and agents increased), customer service indicators (such as the number of customer service complaints) and learning and growth indicators (such as the qualification rate of participating in training), are key performance indicators, mainly based on quantitative assessment.
The selection of performance appraisal indicators should be closely combined with the actual situation of the enterprise, mainly based on the key links of the position and the aspects that need improvement, such as the position of the manager of the human resources department. At present, the outstanding problems in human resource management of L Company are frequent personnel turnover, poor personnel training effect, ineffective implementation of performance appraisal, etc., which can be evaluated by selecting indicators such as employee turnover rate, qualified training rate and implementation effect of performance appraisal. Of course, in the process of selecting indicators, we should also pay attention to whether the data of performance appraisal indicators are easy to obtain, whether they conform to the current management status of the company, and whether some empirical data have been accumulated. Because if the assessment data is difficult to obtain, it will greatly increase the difficulty of performance appraisal implementation and seriously affect the effect of performance appraisal implementation.
3. Set the index weight according to the employee level and category.
When setting the weights of task performance appraisal and attitude ability performance appraisal indicators, the classification method should be adopted. For different levels and categories of employees, the weights of each appraisal indicator should be different. For top management, the weight of task performance is high, which can reach 60% ~ 70%, and the weight of attitude and ability performance accounts for 30% ~ 40%. For middle-level department managers, the weight of task performance and attitude ability performance can be 50% respectively, of course, some departments can adjust appropriately; For ordinary employees, it is mainly divided into two categories. For employees in functional departments, the weight of task performance and attitude ability performance can be 40% and 60% respectively. For salesmen and workshop operators, the weights of task performance and attitude ability performance can be 60% and 40% respectively. However, according to the characteristics of some operators, if they only do simple mechanization work, they can focus on assessing the completion of their production tasks, and the weight of task performance can be appropriately increased, while the weight ratio of attitude and ability can be reduced.
4. Convert the values of performance indicators into evaluation scores.
The setting of performance appraisal index values is generally decided by communication between superiors and subordinates, and performance indicators should be converted into assessment scores, which is conducive to the weighted calculation of employees' overall performance. Key performance indicators (KPI) can be set as benchmark value, target value and challenge value. When reaching the challenge value, the assessment index can get 100, reach the target value of 80, and reach the benchmark value of 60. For example, the sales growth rate, a financial indicator of the position of sales director of company L, if the benchmark value, that is, the minimum target, is set at 5%, the target value can be set at 65,438+00%, indicating that it is qualified to achieve this goal, and the challenge value can be set at 65,438+05%, indicating that it needs to make great efforts to achieve this goal. Of course, when setting the index value, it needs to be combined with the actual situation of the enterprise, neither too high nor impossible to achieve, nor too low and easy to achieve; We should not only be objective, but also pay attention to the collection and accumulation of index data. For the score calculation of attitude ability, according to the corresponding evaluation criteria, you can refer to four grades: A, B, C and D (see table 1).
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Mandatory distribution of assessment results, and linked to performance pay.
The calculation formula of employee performance appraisal score can be expressed as:
Task performance score = KPI index score × weight GS index score × weight
Attitude ability performance score = assessment score of various attitude ability performance indicators × weight
In order to better link the score of performance appraisal with salary, it is necessary to correspond the score with the performance salary coefficient, and the performance salary = standard performance salary × personal appraisal coefficient. For example, if the appraisal coefficient of a salesman is 1.2, and his standard performance salary is 2000 yuan, then his performance salary is 2000× 1.2=2400 yuan.
6. The assessment results can't only be linked to the salary.
The most direct application of performance appraisal results is to determine performance salary, but the purpose of performance management is far from just calculating salary, but to improve the performance of employees in an all-round way. Therefore, the results of performance appraisal should be used in other aspects of human resource management.
In terms of job promotion, excellent performance is a necessary condition for job promotion. For example, employees who are assessed as "excellent" in the annual assessment can be listed as candidates for talent echelon; Employees who have been rated as "excellent" for three times are listed as job promotion targets. Employees whose annual assessment is "unqualified" may be given administrative demotion; For employees who have been assessed as "unqualified" for two consecutive years or "basically qualified" for three consecutive years, the human resources department will put forward corresponding post adjustment opinions and even terminate the labor contract.
In terms of employee training, the "excellent" employees in the top 10% of the company's annual assessment can be given priority as the object of study. The Human Resources Department will organize targeted intensive training for employees who are "unqualified" in the assessment to help them improve their performance. In addition, it is necessary not only to determine which employees need training according to the overall assessment results of each employee, but also to analyze the achievement of various indicators of employees, dig out the deep-seated reasons and knowledge and skills defects behind employee performance, and determine the training needs of each employee in a targeted manner.
7. Pay attention to performance communication.
Performance management is a systematic project, and you can't wait until the assessment expires. The main body of assessment should pay attention to the understanding, communication and feedback of employees' daily work, correct the problems found in time, and truly achieve the purpose of improving the company's performance. The supervisor should follow up the implementation, sum up with the employees every month, record the key events, and review them at the end of each month, point out what the employees did badly, so that the employees can correct them in time.
Performance management is a cyclic dynamic management process, and performance appraisal is only a link to test the effect of performance management. In the process of implementation, it must be changed at any time, adjusted and corrected in time according to the actual situation of the company.